| Title | Human Capital: Designing and Managing Market-Based and More Performance-Oriented Pay Systems |
| ShortDescription | This resource is a study of four agencies examining the requirements that must be in place if pay for performance, and a more performance-based culture is to be created in public organizations. |
| LongDescription | The federal government must have the capacity to plan more strategically, react more expeditiously, and focus on achieving results. Critical to the success of this transformation is the federal government's employees, or its human capital. Yet, in many cases the federal government has not transformed how it classifies, compensates, develops, and motivates its employees to achieve maximum results to balance with available resources and existing authorities. A critical question is how to update the federal government's compensation system to be market-based and more performance-oriented. To further the discussion of federal pay reform, the U.S. General Accounting Office partnered with key human capital stakeholders to convene a symposium in March 2005 to discuss public, private, and nonprofit organizations' successes and challenges in designing and managing market-based and more performance-oriented pay systems. This study presents the strategies that organizations considered in designing and managing market-based and more performance-oriented pay systems. It also describes the implementation process. |
| SourceAuthor | Government Accountability Office |
| Reference | GAO-05-1048T, September 27, 2005 |
| Organization | Government Accountability Office (GAO) |
| ContactAddress | Washington, DC |
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| Website |
http://www.gao.gov/new.items/d051048t.pdf
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